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"I recently sat down with LinkedIn’s executive editor Dan Roth and we discussed a number of issues I find important to GE’s future: from our transformation into the world’s largest digital industrial company to our company’s evolving culture that’s focused on decentralized decision-making, speed and startup-like mentality.

"Dan and I talked a lot about the Industrial Internet and the economic potential of connecting a locomotive or a jet engine to the cloud. The potential is so much bigger than the consumer internet! We can now use software and analytics to unlock the incredible value of machines and increase productivity, something that wasn’t available before.

"Which brings me to how we will get there - our culture. We may be a century-old company, but we need to move quickly, take risks, fail fast and behave like a startup to keep winning. I joined GE 34 years ago, and until recently our management could make every decision in the headquarters. Those days are over. We have to embrace decentralization and use technology to help our people to stay connected and allow more automated decision-making so you can look at an app and see what’s going on inside the company.

"But culture is not just apps. It's a combination of people and technology. If you are joining the company in your 20s, unlike when I joined, you’re going to learn to code. It doesn’t matter whether you are in sales, finance or operations. You may not end up being a programmer, but you will know how to code. We are also changing the plumbing inside the company to connect everyone and make the culture change possible. This is existential and we’re committed to this."

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